Qualitative Market Research

West Australian Opera Strategic Direction Research Qualitative Results Report

Prepared by:

Jessica Henderson – Account Manager Nicole Biagioni – Account Manager Kristy Willoughby – Account Director

Contents

3

Background & Approach

8

General Perceptions of WAO

30

Our Strengths & Weaknesses

43

Evaluating the Competition

53

Attending the Opera

71

Evolving WAO

103

Key Insights 2

Our Approach

3

Internal High Level Perspective

✓ 1

Project Set-up Meeting Initial 2 hour project set-up meeting to confirm methodology, approach, objectives, fees and timings.

1x workshop with Staff Members, 1 x Workshop with key Stakeholders, and 1x workshop with Board Members to understand high level internal attitudes and perceptions of WAO.

Quantitative Analysis & Reporting

Analysis & Reporting

3

Insights from both the Workshops and Focus Groups will be combined and presented in a detailed combined report.

5

4

2 External Qualitative Exploration Research with both current Patrons of WAO and the general public to understand external views and perceptions of the organisation and what the future WAO should look like.

Quantitative Online Survey

A comprehensive report including the findings from all segments during the quantitative phase to be shared in an interactive and engaging presentation.

6

Both internal and external stakeholders will provide statistical evidence to help the future direction of the WAO organisation.

4

We spoke to five unique stakeholder groups to gather insights‌

B

S

SH

Internal Perspective

A

NA

External Perspective

Staff Members

Board Members

Stakeholders

1

2

3

Artists, donors, supporters

Attendees

NonAttendees

Patrons & subscribers

General population with an interest in the arts

4

5 5

Internally, we engaged with Staff, Board Members and Stakeholders in interactive and collaborative workshop sessions and in-depth interviews.

B

S

SH

Internal Perspective

Staff Members

Board Members

Stakeholders

n=10 (including n=2 IDIs)

n=9

n=13

1

2

3

Attendees Patrons & subscribers

Nonattendees General population with an interest in the arts

6

Externally, we conducted focus groups with both Attendees and Non-Attendees of WAO. A

NA

External Perspective

Staff Members

Board Members

Stakeholders Artists, donors, supporters

Attendees

NonAttendees

n=10

n=10

4

5 7

General Perceptions

8

Why does WAO exist?

9

“

The arts is what makes us different from a beehive.

- Board Member

WAO is seen internally to have many important responsibilities…

S

“It’s part of being a civilised society and having the arts at the centre of all of society”

B

SH

Staff Member

To contribute to the culture of WA To entertain and celebrate

To educate “It’s really important to have live performance.

Make sure that young people can see live opera rather than just hear about it.”

Stakeholder

To sustain Opera and make the arts available.

0

To inspire

To position WA as a current and ‘grown’ up state To nurture talent in WA / train young artists 11

What keeps you motivated to be involved with WAO?

12

Those involved with the inner workings of WAO are driven by their passion, their drive to succeed and the importance of opera as an art form.

13

S

B

SH

Motivators to be involved in WAO Passion ✓✓✓✓ “Opera is my passion. It’s what I spent most my life doing.” – Staff Member

To help Opera Succeed ✓✓✓✓ “I think we’ve got one of the best companies in Australia. We’ve got the history behind us, we’ve got to support that in the industry.” – Board Member

Making a Difference ✓✓✓

Motives

“I love that it’s project work with a tenable outcome, you get to see the opera on stage and knowing your path in helping that happen.” – Staff Member

Emotional Connection to Opera ✓✓ “The acoustic, the human voice actually surges through your body physically and so you have a real physical emotional response to what’s happening musically and dramatically.” -

The People ✓✓✓ “We’re a close knit team and we all work together really well.” – Staff Member

Driving Culture & Diversity ✓✓ “It’s a personal element sitting in a row of seats with people and that human interaction, observing the person next to you’s emotional and facial reaction” - Stakeholder

Stakeholder 14

What do you tell people about WAO?

15

“

There's nothing else like opera, you know‌ It's singing, it's dancing, it's acting, it's live orchestra, it's live chorus, and it's just a build-up of all these things.

- Staff Member

Our internal stakeholders are our ambassadors, singing our praises to those near and dear to them.

17

What do you tell people about WAO? “It’s a totally ridiculous artform, and in every way I describe it as an economic failure that cannot survive without support. But it’s a pinnacle artform, and we’re the pinnacle company presenting it to the state.”

“There’s something very powerful about feeling the emotion, the intensity of the performance.”

Staff Member

S

B

SH

A

“There’s nothing like it. You’ve got the natural human voice filling a three story building. It’s just an awesome thing. The co ordination that’s required. It’s an awesome human effort.”

Board Member

“It’s life changing.”

Attendee

Stakeholder

“I am buying you a ticket and we’re going.”

“You feel it before you hear it. It’s a physical experience.”

Attendee

“It’s about telling stories through the power of the human voice.”

Staff Member

“It transports you. It’s a sense of place and you’re transported to a different place in time.”

Board Member

Board Member

18

What do our external groups think of West Australian Opera?

19

While they may not have attended, most Non-Attendees are at least aware of us.

20

NA

6 in 10 Non-Attendees are aware of WAO when prompted

However, none mentioned it unprompted.

21

Externally, we’re seen in a largely positive light, being associated with strong attributes such as respected and valued.

22

Among both Attendees and Non-Attendees, we’re most closely associated with the attributes ‘respected’, ‘valued’ and ‘trusted’.

A

However, Non-Attendees are more likely to see us as ‘creative’ and ‘relevant’ rather than a ‘leader’ like Attendees.

Respected ✓✓✓✓

Respected ✓✓✓✓ Leader ✓✓✓✓

Valued ✓✓✓✓

A

Excellence ✓✓✓✓ Trusted ✓✓✓✓

NA

Creative ✓✓✓✓

Valued ✓✓✓

NA

Relevant ✓✓ Trusted ✓✓ 23

Does this change when we look at internal perspectives?

24

No‌ Both internally and externally WAO is unanimously perceived to represent something special, high end, beautiful, but also traditional.

25

The Current WAO – Internal View

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B

SH

Drink

26

The Current WAO – Internal View Musical Score Desktop computer Crystal • For the initiated easy to • Not yet the • Older follow and gain insight but iPhone/laptop • expensive Old Lion for layman looks very • Requires • Head of the pack complicated / hard to development • Regal but needs to be refreshed navigate • Requires some upheaval and youth

A bird • Trends • Followers not leaders • Uniformity amongst other companies • Always in flight direction changeable Unicorn • Fantastic • Imaginative • Not real

Decathlon Travel • Multiskilled • It transports you Olympic games • Pinnacle of performing arts Passive/watching • Observant but slightly outside.

• People watching

Older vintage car (European) • Vintage & beautiful but needs some care / upgrade

Elegant old Jag • Expensive to maintain • Not always reliable • But when it’s good, it’s good

Rolls Royce • Prestigious / beautiful • Seen as only some can afford • Has struggled to survive • Elegant • Expensive Mercedes Benz • Top class • Superior • Older people can drive

B

SH

Wedding • Cocktail soiree Black tie event • Special • Dressy

Olympics • It turns up every 4 years • You know what you are getting • Just a few different people and occasionally a different or new sport added

Persian cat • Beautiful, elegant but aloof • Sleek and nimble but not a “pack animal”

Porsche • Expensive and fast

Volvo • Good • Dependable but not particularly adventurous choice

Peacock • Exotic • Beautiful

RAC Roadside Assistance • Only those who need it know it’s there

S

Drink Champagne • European focus • Celebration drink/event • Tradition/ritual

The Governor • There for everything • Constant • Stability • But differs to approach sometimes

Queen • Regal

Malcolm Turnbull • Number of supporters is not currently growing

Nectar • Drink of the gods Single Malt Whiskey on the rocks Fine Red Wine • Classic • Superior • Refined Water • Not to everyone’s taste • Essential to life • Premium • Culture

Well –heeled western suburbs 60s something couple Barry Humphrey • Classic • Theatrical • Iconic • Dramatic • Smoke and mirrors

27

The Current WAO – The External View

Jaguar XJ • Stately and cool • Inspector Morse

A

NA

Drink

28

Jaguar XJ • Stately and cool • Inspector Morse

The Current WAO – The External View Peacock • Beautiful, showy but represents history and longevity • Status symbol Corgi • Old school / traditional

High Fashion Dress • Glamorous • Expensive

Black Cat • Deep • Mysterious

Quokka • Very West Australian

Jaguar • Exotic • Sleek • Dark • Rare

A rare cat • Slightly exotic • Amazing markings Audi • Can be up-tempo • Somewhat up market • Comfortable yet spirited

University lecture • Possibly something you’re interested in, but not in your area of study

NA

Gala Ball • Flamboyant characters • Eccentric gifts • Wild conversations • Party

Black tie event • Formal • High class event Stallion • Strong • Dynamic • Exciting

BMW • Traditional • European • Pricey

Lamborghini • Stands out • “Look at me”

Mercedes Benz • because opera makes you feel special and full of class • Comfort • Acoustic • Performance

Waterford Crystal fruit juice glasses • Precious but nice to use all the time • Made in Ireland

Costume Party • Dress up • Theatrical • Fancy

A

Aston martin • Sophisticated • Classy • Has an edge

Upper class • Rounded vowels • European

Drink Shiraz • Full bodied • Exciting and rewarding as an experience

Exotic Cocktail • Ingredients from different cultures • Appeals to certain tastes (not for everyone) Champagne • Alcoholic – mostly adults will consume • Classy • Style

Antoinette Halloran • Gorgeous • Talented • Outgoing

Dessert Wine • Sweet • Pleasant to enjoy

Annie Lennox • Striking • Exciting and always delivers excellence Friend • Going to the WA opera is like catching up with an old friend • Relaxing • Engaging • Nice to be around 29

Our Strengths & Weaknesses 30

“

Our strengths are sometimes our weaknesses‌ people, passion, knowledge, expertise.

- Staff Member

Internally, the consensus is that we have an extremely strong offering, with a phenomenal pool of artists being managed by a talented team.

32

S

B

SH

Our strengths Have an amazing product to work with (the artists, organisation, standard of performance) ✓✓✓✓ Internal knowledge & management ✓✓ ✓✓ Artistic excellence ✓✓✓✓

“We’ve got fantastic singers, we’re incredibly lucky.”

Staff Member

Relatively secure funding ✓✓✓ Provider of opportunities for young artists ✓✓✓ Opera in the Park ✓✓✓ Heritage & history ✓✓ Loyal & captive audience ✓✓ 33

However, a lack of innovation, direction, and inflexibility are seen as our main weaknesses.

34

S

B

SH

Our weaknesses Lack of innovation (not enough new works, slow to change, using same artists) ✓✓✓✓✓ Narrow repertoire ✓✓✓✓ Lack of identity, purpose & planning ✓✓ ✓✓ Inability to react to changing trends ✓✓✓ Aging customer base ✓✓✓ Unclear artistic vision ✓✓✓

“There’s a degree of inaccessibility that’s stepping over the threshold of the theatre. That’s why Opera in the Park is so powerful because it’s just an open space.”

Staff Member

Marketing – limited, not innovative or branded well enough to young people ✓✓ Perception as snobby / inaccessible ✓✓ Expensive artform ✓✓ 35

What if WAO no longer existed?

36

For internal groups and Attendees, having a State without opera would be a tragedy and a massive blow to our cultural landscape and the people involved.

37

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B

SH

A

If WAO no longer existed – the Internal perspective

Major cultural loss for the State Who would control “We would be cricket in WA? culturally, socially We would no longer artistically the poorer have a home of forcricket it. A part of the in WA. Western Australian soul would be lost.”

Loss of opportunities for local creatives

Need to travel or move interstate

“It would significantly diminish opportunities in WA for performers, creative staff etc.”

No more players “Opera makinglovers cricketwould their need to travel career. interstate and to We need the WACA overseas.” keep links between

“Creatives would have little/no career paths in WA.”

playing and enjoying “It would elitecontribute sport to a decision to move to Melbourne.”

Lost experience & expertise

People may not care

“We'd lose a vehicle for experiencing the breadth of live opera and the knowledge associated with the entirety of the artform.”

“I would be extremely disappointed (sad for my children), but I'm not sure the wider community would care.”

38

S

Confused

Unsurprisingly, this group had a strong feeling of sadness as well as some anger and surprise.

B

SH

A

Upset

Devastated

Angry

Surprised “Everyone would feel like their heart’s been ripped out.”

Staff Member

39

Conversely, those who have never been involved with opera would be largely unaffected if WAO ceased to exist.

40

NA

If WAO no longer existed – the External perspective

Unconcerned

“I would not have noticed.”

“It would not affect me whatsoever but would be shocked that it no longer was around.”

Sympathetic towards those who would lose jobs / opportunities

Missed the chance to go

“I'd be sympathetic to the people losing their jobs but otherwise couldn’t care less.”

“I'd feel like I missed my chance.”

“It would be sad that artists had lost an opportunity but it personally wouldn’t affect me.”

41

Non-Attendees feel largely unaffected. They would feel some sadness for those who would be affected however.

NA

Unaffected

Upset

Surprised

Upset

42

Evaluating the Competition 43

“

I attend a lot of WASO, we do subscription things and actually, I love, I love WASO. - Attendee

How do our key competitors compare?

45

Prompted awareness of our competitors is strong with WASO, Black Swan, and Perth Symphony Orchestra the most well known.

46

Awareness of the competition

A

A

NA

NA

✓✓✓✓✓

✓✓✓✓

✓✓✓✓✓

✓✓✓✓

✓✓✓✓✓

✓✓✓✓

✓✓✓✓

✓✓✓

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✓✓✓ 47

Externally, WASO is associated with similar attributes to us.

48

Like WAO, WASO is strongly associated with attributes such as ‘respected’, ‘trusted’ and ‘valued’.

A

However, WASO is more likely to be associated with ‘excellence’ than WAO. Respected ✓✓✓✓✓

Respected ✓✓✓✓ Valued ✓✓✓✓

Trusted ✓✓✓✓

Relevant ✓✓✓ Creative ✓✓✓

NA

Excellence ✓✓✓✓

Valued ✓✓✓

Successful ✓✓✓ Trusted ✓✓✓ 49

When probed using a symbolic analogy task, WASO is less closely associated with prestige than WAO, but is seen as more reliable and accessible to all.

50

The Current WASO – External View Cello • Traditional • Depth and balance • Undertones

Cheetah • Elegant • Sleek • But intensely focussed • Able to move fast and change direction • Flexible

Theme Park • Something for everyone • Exciting • Dramatic • Colourful

Marble Benchtop • Used everyday but of good quality

Cat • Familiar • Friendly (occasionally not)

Jaguar XJ • Stately and cool • Inspector Morse

A

NA

Mountaineering • A bit risky but the euphoria at the end!

A visit to the zoo • Never know what Pottery you might see • Mailable and • Exciting, varied organic but still • Fun for whole family traditional and structured

Chameleon • Able to change to fit • Adaptable

BMW • Stylish • Solid • Sporty or chic

Audi • A bit better than the ordinary • Reliable

Drink Mercedes Benz • With all the trimmings • Luxury

Land Rover • Reliable • Polished • Wold class and a little bit predictable

Mature male Anh Do • Professional, lawyer / accountant • Vibrant • Multi talented • Clever, makes people feel at ease

Glass of nice bubbles • Fun • Celebratory • Classy

Tea • Love it • Know I will always want it and look forward to it but lacks the Lemonade frisson of stronger stuff Gin & Tonic • Most people enjoy it • Refreshing • Adds sparkle to other drinks • Sometimes makes me cry (but happy) • Traditional

Shiraz • Depth • Strength • Blendable

The group “floater” • Someone who doesn’t settle with one group of people but has varied interests and hobbies.

• Can start a conversation with anyone

51

Black Swan Theatre Company on the other hand has a more vibrant image.

A

Relative to WAO and WASO, Black Swan is more likely to be seen as ‘creative’, ‘engaging’, and ‘vibrant’.

And while it had equal awareness among both groups, Non-Attendees had slightly stronger associations than Attendees with Black Swan.

Creative ✓✓✓✓✓

Respected ✓✓✓✓ Valued ✓✓✓✓

Trusted ✓✓✓✓

Relevant ✓✓✓ Creative ✓✓✓

NA

Respected ✓✓✓✓✓

Dynamic ✓✓✓

Vibrant ✓✓✓ Engaging ✓✓✓ 52

Attending the Opera 53

“

It's the thrill of expecting all the pieces to come together on the night.

- Stakeholder

Attendees

55

How did it all start?

56

For regular Attendees, it all started for most at a young age with an emotionally vivid and memorable experience at the opera.

57

A

Their first experience of opera….

Was at a young age Most regular Attendees were taken to the opera by a parent or relative at a young age, usually under the age of 12.

Was a special occasion “My parents took me, and I remember my mum made me a special dress.”

Was a magical experience “I was nine. It was at the Coliseum, so international opera. It was my grandfather who took me, and it was absolutely sensational. I can remember now, I still get it. In fact if you played the closing of La Boheme, I would probably burst into tears.”

Was a memorable event Attendees readily recall the details of their first experience at the opera, even if it was decades ago.

The glamour, the uniqueness, and the feelings it evoked were pervasive.

58

What gets our Attendees through the door?

59

A

Our Attendees are passionate about opera and see themselves as custodians of the artform.

Passion for opera ✓✓✓✓✓

Supporting opera

Quality of WAO

✓✓ ✓✓

productions ✓✓✓✓

Know someone in

Escapism ✓✓

the show ✓

60

Those who subscribe do so in order to get the best seats and to be ‘in the loop’.

61

NA

The benefits of being a subscriber

Better seats “Being a subscriber means getting access to better seats.”

Anticipation “Knowing you have something to look forward to.”

Engagement with WAO “It’s such a limited season, you can easily miss it if you’re not paying attention”

Feel ‘part’ it “It’s nice being part of something. You feel part of it, which is good.”

62

What’s been their experience of WAO performances?

63

Overwhelmingly positive!

64

A

Attendees return time and again because of their positive experience with WAO ✓

All enjoy their experience with WAO

✓

The lighting and settings are seen as a strength

✓

They’ve noticed an improvement over the years

✓

All will definitely continue to attend in future

✓

All would recommend to their family and friends

65

In their own words…

A

“Their settings are incredible.

The stage furnishings, the settings, the lighting effect.

They are just amazing.”

“They do some incredibly clever things. They do the Magic Flute, and they had those vanishing corridors down the side. Incredibly clever.”

Attendee

Attendee

“They’ve definitely been improving over the last five to seven years, I think. Definitely getting better and better.”

“The Opera in the Park is fantastic. I took my 10-year old, she loved it.”

Attendee

“It’s pretty special.”

Attendee

Attendee

66

Non-Attendees

67

What’s stopping NonAttendees from attending?

68

Aside from a general lack of interest in opera, NonAttendees also perceive attending as being expensive and for those more ‘elite’ than themselves.

69

NA

Barriers to attending the opera

Lack of interest in opera ✓✓✓✓ “I’d find it boring.”

“It’s an expensive romantic comedy to me.”

Perceived cost ✓✓✓✓ “Without looking into it, I just worry

Lack of awareness / exposure ✓✓✓

and think it’s going to be too

“I haven’t seen it advertised anywhere.”

expensive.”

“Opera stars aren’t exactly well known.”

“It would be over $100 for good seats.”

Would feel out of place ✓✓✓

Risk of not liking it ✓✓

“I think I’d feel out of place, like I shouldn’t

“It’s the unknown. You could go to

be there. I feel like it’s sold to an elitist part

an opera show that you haven’t

of society and I’d be looked down upon.”

heard of before and be like oh, I wasted $150 on this.”

Language barrier ✓✓ “I wouldn’t be able to understand it.”

No one to go with ✓ “I don’t know if I’d know anyone that would be interested in going.”

70

Evolving WAO 71

“

We’re the custodians of the art form. It’s our job to keep this alive.

- Staff Member

So, how should we evolve in order to ensure the future success of WAO?

73

We explored four distinct aspects of the organisation that could potentially be evolved.

Communications Experience

Audiences   Content 74

S

Communication could be evolved by an increased WAO presence both by traditional advertising means and engagement in the community.

B

SH

A

NA

Communications

Experience

Audiences Content

 

75

S

B

SH

A

NA

critical opportunity identified for each group

How should WAO communications evolve?

Competitions, giveaways, free events & tickets

Explain what opera is: the voices, the music, the sets, the costumes, so much involved

Get out and into the communities and engage more often including regional

Get artists, ambassadors and other WAO members out and about

Use social media more as an engagement tool, especially to target younger audiences

Increase online presence including videos explaining WAO on our website

Clear and down to earth language that speaks to everyone

Increase presence at schools and universities

Pop Up marketing more often even Flash Mobs with TV coverage

Increase overall marketing presence across different channels

76

S

B

SH

A

NA

In order to grow our audiences we should look to collaborate with other groups and leverage the additional exposure.

Communications Experience

Audiences Content

 

77

S

B

SH

A

NA

critical opportunity identified for each group

How does WAO evolve its audience?

Increase opportunities for audiences to be immersed in the opera with smaller scale experiences

More pre-show talks and back stage experience opportunities to share

More back of house tours and open up The Maj to school / tour groups

Explore a lower cost option

Create a branch that targets children specifically

‘Bring a Grand-child’ or ‘Bring a Newbie’ Nights

Ensure participation in festivals and other local events

Family nights with earlier commencement times

Collaboration with other groups to leverage their audiences and exposure

Engage from a young age to build an appreciation of opera, school or holiday programs

78

S

B

SH

A

NA

Innovation will be key for us evolving our content in the future which will certainly involve a little risk taking as well Communications Experience

Audiences Content

 

79

S

B

SH

A

NA

critical opportunity identified for each group

What needs to evolve as far as content goes for WAO?

Stories that can speak to Australians, West Australians and Indigenous Australians

A greater number of productions each year perhaps using different orchestras

Incorporate other musical genres into opera not just classical based… ‘fusion opera’

More child friendly or family specific operas

Potentially softer / wider appeal productions – G&S

Involve other artists such as WAAPA, theatre and dance companies or smaller opera companies

Performances outside of The Maj both in smaller scale and larger scale

Pre-introduction of the background to the opera, the overall storyline before the performance

Innovative and leading edge productions including creative sets and costuming and the use of technology

A good balance between classic / popular opera vs unique / edgy

80

S

B

SH

A

NA

There is definite appetite for WAO to offer a fuller experience including preperformance entertainment.

Communications Experience

Audiences Content

 

81

S

B

SH

A

NA

critical opportunity identified for each group

How could the experiences that WAO provide evolve?

Pre-show specials with other venues nearby e.g. bars / restaurants

Subscriber or VIP events and experiences with artists

Different ticket options: perhaps a free glass of champagne on arrival, meet the cast access, subscriber reserved seating

Potential to digitally enhance the performance e.g. hologram artists or sets

Variation on starting times: Matinee performances for older generations and families

Cocktail and pre-show events

Package deals with local establishments: accommodation, meals and a performance

More free events

Variety of venues and different formats performed around Perth and WA both indoor and outdoor

Option to open up and watch rehearsals or from back stage

82

Potential barriers to change

83

“

We will meet all sorts of resistance in terms of numbers, funding support, and from audiences.

- Board Member

WAO’s reliance on funding and the requirements it brings, resourcing, and potentially limiting perceptions are seen as the main barriers to change.

85

S

What are the barriers holding us back?

1

Dependency on Funding

2

Resources

3 4

Perceived to be Stagnant Irrelevant Content

B

SH

Many of the barriers to change identified were also acknowledged as weaknesses of the organisation.

Therefore, overcoming these barriers would help to strengthen and facilitate the implementation of these necessary changes.

Governed by current government requirements Increased competition for funding, partnerships and donations Naturally expensive art form both to create and attend Finite and small number of full time staff Scheduling constraints in terms of orchestra, artists, theatre Lack of clear and concise vision and strategy Strong sense of tradition and history both within the organisation and the art form itself Lacking innovation Inability to quickly adapt to change or be open to change Aging and older audiences

Not relevant and accessible to every audience Elitism status Lack of diversity in content

86

Perceptions of the future WAO

87

If we’re to overcome our barriers and implement these changes, the future of WAO looks bright…

We’d be a more innovative, forward thinking and accessible organisation that’s diverse and appeals to all.

88

“

Keep the heritage, keep creating, but bring in the new components.

- Board Member

The Future WAO – The Internal View

S

B

SH

Drink

90

The Future WAO – The Internal View

SH

AFL grand final / Melbourne cup • Everyone wants to go A carnival • Colour • Movement and people

Drink

Champagne • High end product Campari Spritz • Still has champagne but much more exciting/contemporary

B

Music Festival Travel • We transport • Something for everyone Applause people • Public and audiences and (emotionally, artists and staff different cultures Olympics and perspectives) proud & • A range of sports applauding what • That didn’t exist in 2018 we do

Mirror Phoenix • Always reflecting • Rise from the ashes back in order to • Transformative, adaptable to change go forward • Strong and majestic Eiffel Tower • Ongoing Chameleon • Recognised instantly research • We change and adapt to by everyone Human our environment Cheetah • Social animal • Fabulous • Emotional • Responsive • Story telling • Exotic – everybody loves • Agile Lion • Swiftly changing • Leader of the pack • Elegant • Other companies will follow • Impressive • Beautiful engineered • Thrilling to watch Tesla Merc A Class • It looks like a Jag, but is • Sleek electronic powered and • Modern doesn’t stink • More accessible in cost yet • Sleek still stylish and luxurious • Futuristic • Elegant and desirable • Innovative Uber • Modern • Offerings for all types • What everyone wants to [luxury, affordable, but have always innovative and on • On the news every night trend – leading the trend]

S

Cosmopolitan • Chic • Glamorous • Broad appeal

Hugh Jackman • WA trained • Leading artists • Respected by large cross section of audiences • Breathe in role capacity • Triple threat

Nectar • Drink of the gods 91

The Future WAO – The External View

Jaguar XJ • Stately and cool • Inspector Morse

NA

Drink

92

The Future WAO – The External View

Jaguar XJ • Stately and cool • Inspector Morse

Dolphin • Smart • Tricky • Everyone likes them

Peacock • Elegant • Graceful • Loud • Struts around

Bean bag • It’s more relaxing

Trampolining • Stimulating • Fun • Exciting

Travelling overseas • Broadening minds • Experience new things and cultures Watching a movie with family • Family friendly activity

Owl • Sometimes regal • Sometimes hilarious

Outdoors • More accessible

Cat • Slightly aloof but adored by people it has chosen to be associated with • Cool

NA

Multicultural Day at primary school • Experience different activities and cultures

Schnoodle • New breed of dog • Incorporated all changes into one Bentley / Rolls Royce • Everyone would like to be a part of it, at least once if only for the experience

Friendly Aunt/Uncle • Not quite family but familiar Holden • It’s basic – you know what to expect

Mercedes Benz • European • Classy • Expensive White wine • Easy to drink

Drink Boutique Beer • Trendy • Popular • Well known • People want to try different kinds Champagne Espresso Martini • European • Suitable for younger generations • Classy • Still not everyone’s cup of tea but a • Expensive burst of energy and something a Long Island Iced Tea little bit different • So many acts on all different genres – comedy/music etc

The person who is always up for anything • They love doing and experiencing new things • You can have a deep conversation with them, but also they’ll cheer you up if you need it

93

Would these changes make any difference for Non-Attendees likelihood to attend a WAO performance?

94

When we initially started the groups, Non-Attendees said they were not likely to change their tune any time soon‌

95

How likely are you to attend the West Australian Opera in the next 12 months?

NA

Over half said they would not be at all likely to attend the opera, and only one Non-Attendee said they would be at all likely to attend in the next year.

Not at all likely 0

1

2

Extremely likely 3

4

5

6

7

8

9

10

“It’s sort of something that’s been on my mind and I’ve been wanting to do and I think I would try and get there in the next 12 months.”

Non-Attendee

96

Every single Non-Attendee said that they would be substantially more likely to attend a WAO performance if their suggested changes were made.

97

NA

How likely are you to attend the West Australian Opera in the next 12 months?

Not at all likely 0

1

2

Extremely likely 3

4

5

6

7

8

9

10

98

In their own words…

NA

“Change, you know, rock'n'roll, something like that. Not that they're gonna do that.”

“Well, I’d actually know a bit about it now.”

Non-Attendee

“If there was different genres as well, that sounds pretty cool.”

Non-Attendee

“I'd be the same if I knew about it.”

Non-Attendee

Non-Attendee

“If they chucked a comedy opera in part of the fringe festival, heaps of people would go.”

Non-Attendee

“And if the audience was maybe younger my kids could join in.”

Non-Attendee

99

So‌ Is this the time to evolve?

100

Yes! Both internally and externally the message is clear: it’s time for evolution and a new direction forwards‌

101

“Opera is passion in a bottle. It has this incredible power and it's kind of bottled and then it gets released in the performance. That's what's so amazing about it. It's not naturalistic. It's not a domestic state. It's galactic and people love that and the power of being in a human space with other humans experiencing the same ... That power at the same time, is increasingly valuable. It's unique, you know, and it's irreplaceable because it only happens in that moment and then it's gone.

“I think we need to aspire to be somewhere that not everyone actually has to come, but they have to be connected as part of the fabric.”

“I feel trepidation but I’m tremendously excited about it.”

SH

“What we're really looking for is a company that can respect the collective interest of knowledge, educate young through to old about what it is we've been through, what the humanistic story of opera is and how can we tell that in new and innovative ways to foster a sense of community, intelligence, and elite form of thought in our state.”

Stakeholder

Board Member

Board Member

“We are a creative company, and we’ve got to value that creativity, we’ve got to value imagination… but what does it look like? I don’t know it hasn’t been invented yet, but that excites me.”

B

Board Member

Staff Member

“The thing is that change is here and it’s now and it’s almost irrelevant if we’re ready or not, we just have to go and get it.”

S

“A lot of it is about empowering an AD and ED to do it, because it is going to be scary and challenges from others, but we need to give them confidence when it gets scary.”

Stakeholder

“It’s about knowing the roadmap that we all on together, having a leadership team and board that tells us where we are going.”

Staff Member

“Clearly, something's gotta change. It won't be this art form.

It won't be this company, this delivery, these things in 50 years time. It won't be in five years or ten years. It will be quite a different place. It's how we evolve it to be the best.

Board Member

Staff Member

102

Key Insights

103

Internal perceptions of WAO are glowing.

Our Staff, Stakeholders, and Board Members hold opera and WAO close to their hearts and are heavily invested in its progression and success.

They see WAO as being a crucial part of WA’s cultural landscape and an important partner in enabling the development and success of young artists in the State.

104

Our internal stakeholders celebrate our many strengths.

They see us as a well-respected organisation that’s got a strong heritage, and a provider of something beautiful of high skill and value.

They believe our key strengths include our product offering, internal knowledge and experience, and our artistic excellence.

105

However, it’s unanimous that there is obvious room for improvement.

They believe the organisation needs to be refreshed as it is falling behind the times and appeals only to a narrow audience, which if not addressed, could lead to an unsustainable future.

106

Externally, WAO is seen as a well respected and valued organisation that is sophisticated, regal, and glamorous.

Those who attend regularly have an overwhelming positive experience with us.

However, among those who have never been to the opera, it’s also seen as inaccessible due to its perception as being elitist and pitched to a wealthy, high class audience.

107

Both internally and externally there is a strong appetite for evolution in order to ensure the longevity of WAO. By empowering the leadership team and staff to make some bold and potentially risky changes and standing behind these decisions, it will help to make us a leader in our field rather than being left behind and slowly die out among the WA community.

108

Four key areas emerged as avenues for growth and improvement for the future: 1. Communications: Increasing our presence in both advertising and engagement in the community, building on momentum that has been created in the past few years and trying new and exciting things.

109

Four key areas emerged as avenues for growth and improvement for the future: 2. Audiences: We should look to grow our audience in both numbers and diversity by collaborating with other groups and targeting new audiences. For our regular Attendees, their love of opera was triggered by a memorable experience as a young child. By leveraging the youth audience better, we can set them up for a lifetime of opera appreciation and regenerate our audience for years to come.

110

Four key areas emerged as avenues for growth and improvement for the future: 3. Content: It will definitely involve some risk, but we need to innovate in terms of what we offer. From our repertoire and productions to locations and sets, there’s a broad scope for branching out.

111

Four key areas emerged as avenues for growth and improvement for the future: 4. Experience: By offering attractive ‘trimmings’ to our core offering, we can provide more value and engagement to our Attendees to drive acquisition and retention.

112

Potential barriers to change include issues such as funding requirements, resourcing, and perceptions of WAO that could hold us back.

However, this research tells us that evolution is not only inevitable but strongly encouraged both internally and externally. If we are to implement the suggested changes, we will have a more relevant and attractive offering and become more accessible to a wider audience, enabling us to future proof our organisation.

113

So what’s next?

114

Internal High Level Perspective 1x workshop with Staff Members, 1 x Workshop with key Stakeholders, and 1x workshop with Board Members to understand high level internal attitudes and perceptions of WAO.

Insights from both the Workshops and Focus Groups will be combined and presented in a detailed combined report.

✓✓✓ ✓ 1

3

4

2

Project Set-up Meeting

Initial 2 hour project set-up meeting to confirm methodology, approach, objectives, fees and timings.

Quantitative Analysis & Reporting

Analysis & Reporting

External Qualitative Exploration

Research with both current Patrons of WAO and the general public to understand external views and perceptions of the organisation and what the future WAO should look like.

5 Quantitative Online Survey

A comprehensive report including the findings from all segments during the quantitative phase to be shared in an interactive and engaging presentation.

6

Both internal and external stakeholders will provide statistical evidence to help the future direction of the WAO organisation.

115

Hunt Smarter.

Painted Dog Research Suite 1, Level 2, 658 Newcastle Street Leederville WA 6007 T/F 08 9227 6464 E info@painteddogresearch.com W painteddogresearch.com